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developed a set of principles regarding change management in social care (below). These were used to consider relevant change approaches highlighted in the literature and to develop guidance about how the selected approaches could be used in practice. They could also be adopted more generally to underpin organisational change initiatives.
Principles of change management in adult social care
n Be co-produced with users and carers and facilitate positive engagement with staff and other stakeholders
All participants in the project emphasised that central to modern adult social care practice is active involvement of people who use services and their families in shaping and deciding on the overall purpose of a service and how it should be delivered. Frontline workers were also seen to play an important role in guiding organisational change due to their knowledge of the needs and aspirations of people who access services and their central contribution to a good quality of care.
n Be based on a clear purpose with defined timescales, outcomes and indicators
A common weakness raised by study participants was that the expected outcomes of the change were not clearly specified. This meant that it was difficult to know if the project had made the required difference to the lives of people who accessed it, the organisation and the commissioner. There was also a danger that in such circumstances the need to save money could become the main priority and improvements in service quality were lost.
n Be well planned and coordinated with flexibility to adapt to other changes that emerge
Most participants reported experience of change projects which had either been delayed or derailed during their development or implementation. This was seen to be often due to those leading the change project not sufficiently planning what would happen and when, and taking action when circumstances or requirements altered. External factors beyond the change team’s control were sometimes to blame, although at times the potential for these could have been predicted and contingency plans put in place.
n Be sensitive to local governance and political processes to ensure initial agreement and long-term support
A key influence on the success of a change project was the degree of support of senior management. Particular challenges were raised when there was a new political party in control of a local authority, but independent organisations also experienced changes in the views of their governing bodies or senior management team. Seeking positive engagement and endorsement throughout the life of a project were therefore seen as vital.